Motivate others to see and solve problems daily.
There is a lot of talk out there about continuous improvement and lean thinking. But, do we know what is really at the core of those methodologies? Dr. John Toussaint and Dr. Christina Dixon join Janet today to dig deep into the core of improvement work. It is no secret that many systems struggle to sustain improvement work beyond isolated occurrences and leaders. In this episode, experts Christina and John reveal the necessary ingredients to help organizations over these obstacles and build the right conditions to sustain performance over time.
This episode answers questions such as:
- What does it mean to be a lean thinker?
- How can we welcome uncertainty when the risks are high?
- What conditions are necessary to generate real improvement?
John and Christina will be back in episode 143 to share more about their experience using continuous improvement to eliminate gaps in student achievement and their recommendations for leaders who are struggling to prioritize improvement.
Featured Episode Resources
Aspiring leaders are people that want to be developed; they are continuous learners. They thrive from an environment with opportunities to learn, grow, and improve their leadership skills. If you’ve identified your aspiring leaders, the next step is to begin coaching them towards leadership. How will you develop current aspiring leaders to be future leaders of your organization?
Whether we are new to an organization, team, or not, speaking up in a meeting or team environment involves a degree of risk-taking. There is a chance our colleagues will judge us, or we will say the wrong thing, or our message won't be well received. To effectively function in teams, we have to help individuals overcome this fear to maximize our team potential. If people are holding back their suggestions, we may be missing critical opportunities to innovate.
The relationship between an employee and their leader directly impacts employee satisfaction. For 93% of employees, trust in their direct leader is essential to staying satisfied at work and over 50% of employees surveyed say if they aren't satisfied at work, they can't put forth their best effort. It’s the leader’s responsibility to create a work environment where people choose to engage in their work and with others.
Humans crave stability. Even the most free-spirited individual needs some degree of structure and routine. This same need persists in our organizations. Our teams want to know what to expect and that they can trust the organization and its leaders to provide a stable environment where they can grow and excel. How consistently do you model what you expect?
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